Executive Sales & Operations Planning (S&OP) Survey

Thank you for participating in this short survey to help identify the S&OP maturity level at Glanbia.

Please choose the answer that most closely resembles your understanding of this process. There are no right or wrong answers.

A response to all questions is required. You may start over before exiting the survey but may not retake the survey after selecting the "Submit" button at the end of this survey.

This survey will close on Tuesday, September 29th at 5:00 p.m. EST. Results will be shared at the upcoming SCM Forum.

Thank you again for your participation and feedback regarding the Executive Sales & Operations Planning process at Glanbia!

Please begin by entering your name (last, first) below. Use the TAB key to go to the next question.
Name: 


A red asterisk (*) indicates required questions.

  1. What is your title?*


  1. Do you participate in Executive Sales & Operations Planning activities in your current role at Glanbia?

    Please consider any form of S&OP in your response, such as: Sales Inventory & Operations Planning (SIOP), Sales & Operations Planning (S&OP), Integrated Business Planning (IBP), etc.
    *
    Yes
    No


  1. Have you participated in an Executive Sales & Operations Planning process in any other company in the last 10 years?

    Please consider any form of S&OP in your response, such as: Sales Inventory & Operations Planning (SIOP), Sales & Operations Planning (S&OP), Integrated Business Planning (IBP), etc.
    *
    Yes
    No


  1. Rate the following Executive S&OP activities at your current division using the following scale:

    1=Poor ..... 2=Fair ..... 3=Good ..... 4=Excellent *

            1 2 3 4      
      A written Executive S&OP policy details the participants, responsibilities, timing, and objectives of each step in the process.  Poor Excellent  
      Meeting dates for Pre-Meetings and Executive Meetings are scheduled well into the future to maximize attendance. Poor Excellent  
      An S&OP Meeting Operates at an aggregate, family level and rarely focuses on individual items.  Poor Excellent  
      Sales, operations, inventory, and backlog performances are measured against plan at each cycle and corrective action is taken for performance outside the agreed-upon tolerances.  Poor Excellent  
      Simulations are routinely used to evaluate alternative solutions to problems and opportunities. Poor Excellent  


  1. Rate the following Executive S&OP activities at your current division using the following scale:

    1=Poor ..... 2=Fair ..... 3=Good ..... 4=Excellent *

            1 2 3 4      
      My team knows the current forecast accuracy level for their product family or product line.  Poor Excellent  
      The forecasting cycle includes a formal step to relate the newly developed forecast to the economy, the industry, and market share expectations.  Poor Excellent  
      The company's Business Plan is updated to reflect realities identified in the planning process.  Poor Excellent  
      The company's Strategic Plan is updated to reflect realities identified in the planning process.  Poor Excellent  
      One, and only one forecast, authorized by top management, is used within the company for operational purposes.  Poor Excellent  


  1. Rate the following Executive S&OP activities at your current division using the following scale:

    1=Poor ..... 2=Fair ..... 3=Good ..... 4=Excellent *

            1 2 3 4      
      The Planning Time Fence for products and key components sourced off-shore is set with the full recognition of the longer leadtimes normally involved.  Poor Excellent  
      Effective communications processes regarding demand and supply are in place between the company and its off-shore suppliers. Poor Excellent  
      The Demand Planner (or Master Schedule) is constantly aware of the potential inventory exposure and risk at contract manufacturers, and proactively takes steps to eliminate risks.  Poor Excellent  
      Managers responsible for demand and supply at my company regularly review and rely on their customized Business Dashboard to help analyze results to plan and aid in the decision making process.  Poor Excellent  
      A culture of trust and understanding is present throughout the company.  Poor Excellent  


  1. Rate the following Executive S&OP activities at your current division using the following scale:

    1=Poor ..... 2=Fair ..... 3=Good ..... 4=Excellent *

            1 2 3 4      
      The systems used for demand, supply, and financial planning are linked and the data/information is timely and very accurate.  Poor Excellent  
      The company's supply capability and demand plan are reconciled with suppliers; strategic suppliers' supply capability and demand plans are reconciled to the company's plans. Poor Excellent  
      A C-Suite Executive (CFO, COO, CEO, etc.) leads the company's demand and supply balance activities and provides direction in optimizing utilization at least on a monthly basis.  Poor Excellent  
      My team understands our key metrics, can make decisions or give recommendations to meet our team's performance objectives, and has the tools necessary to meet the team's performance objectives.  Poor Excellent  


  1. Using the space below, identify five (5) words that come to mind when you think of Executive Sales & Operations Planning at your company. *




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